Antecedents and performance consequences of international outsourcing

Mol, Michael J.; Tulder, R.J.M. van; Beije, P.R. (Paul)

doi:10.1016/j.ibusrev.2005.05.004

Cited by 154 publications

(143 citation statements)

References 22 publications

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“…First, they are increasing the range of activities along the value chain that are outsourced (Gilley & Rasheed, 2000;Hätonen & Eriksson, 2009;Hitt, Keats, & De Marie, 1998;Jacobides, 2005;Kotabe & Murray, 2004;Quinn & Hilmer, 1994) including areas that were traditionally vertically integrated, such as those related to the innovation process (Cesaroni, 2004;Gooroochurn & Hanley, 2007;Granstrand, Patel, & Pavitt, 1997;Howells, Gagliardi, & Malik, 2008;Leiblein, Reuer, & Dalsace, 2002;Manning, Massini, & Lewin, 2008;Narula, 2001;Quinn, 2000;Subramaniam & Venkatraman, 2001;Tsai & Wang, 2009;UNCTAD, 2005;Veugelers, 1997). Second, firms are increasingly outsourcing innovating activities offshore, not only to providers located in developed countries but also to those in developing ones (Bunyaratavej, Hahn, & Doh, 2007;Doh, 2005;Dossani & Kenney, 2007;Javalgi, Dixit, & Scherer, 2009;Jensen, 2009;Kedia & Mukherjee, 2009;Kotabe & Mudambi, 2009;Mol, Pauwels, Matthyssens, & Quintens, 2004;Mol, van Tulder, & Beije, 2005;Un, 2009). 3 As a consequence, the R&D function is being disintegrated into different technologically separable R&D services (Fosfuri & Roca, 2002;Gottfredson et al, 2005;Howells et al, 2008) that can be performed in different locations either by the firm or by an external contractor (Arora & Gambardella, 2005;Hirshfeld & Schmid, 2005;Levy, 2005;…”

Section: Introductionmentioning

confidence: 99%

International R&D service outsourcing by technology-intensive firms: Whether and where?

Martínez‐Noya

Canal

Guillén

2012

Journal of International Management

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We combine the streams of literature on outsourcing and offshoring to investigate (1) whether choosing an R&D offshore outsourcing strategy by technological firms is advisable, and (2) where these firms are more likely to allocate these R&D services outsourcing agreements offshore, namely, in developed or developing economies. Using original survey data from European and U.S. firms in technology-intensive industries, we place especial emphasis on the fact that certain firm-specific capabilities, such as technological and international expertise, are required in order to outsource R&D overseas, especially when offshoring to developing economies, as transaction costs are still the main deterrent to outsource offshore to these regions. In addition, our results also show that in the specific case of R&D services outsourcing, knowledge-seeking objectives lead to outsource to developed economies.

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Section: Introductionmentioning

confidence: 99%

International R&D service outsourcing by technology-intensive firms: Whether and where?

Martínez‐Noya

Canal

Guillén

2012

Journal of International Management

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“…Our research defends and provides empirical evidence to support the idea that in general, outsourcing abroad increases international competitiveness for large multinational firms, and as a result, their export capability, which could not be demonstrated in work from Mol et al (2005). They used a more reduced sample size (200 Dutch firms) and were unable to find significant effects on economic performance.…”

Section: Discussionmentioning

confidence: 59%

“…Offshore outsourcing consists of acquiring intermediate goods from independent foreign vendors (Kotabe & Murray, 2004;Lei & Hitt, 1995;Mol, Van Tulder & Beije, 2005).…”

Section: Introductionmentioning

confidence: 99%

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Moderating effects of the relationship between offshore outsourcing and the export capability of firms

Lagunes

Valle

Sastre‐Castillo

2016

SAJBM

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This paper analyzes the effect of offshore outsourcing on the export performance of firms, based on the theories of international business, the resource-based view of the firm and the transaction cost theory.Outsourcing can reduce production costs and increase flexibility. It can also provide new resources and market knowledge. However, the impact of offshore outsourcing depends on the resources and capabilities of firms to manage a network of foreign suppliers, and to absorb knowledge of foreign markets.Using a database of about 1,000 manufacturing companies in Mexico in 2011, we found that offshore outsourcing increases the performance of exports. The effects are stronger in export markets from which the company also imports intermediate goods.The results also show that the size of the company, the organization of intra-firm imports and export experience moderate the effects of outsourcing in a positive way.

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“…In their model, each gradation contributes a special ratio to the entire value creation, while value seizing by contributors relies on participant's relative contracting authority. [5][6][7][8][9] Woodard et al define digital enterprise strategies as a planned competition by e-commerce enterprises through distributing digitally enabled products or services [10]. Bharadwaj et al recognize four key areas that influence our reasoning on digital enterprise strategies and that help create a structure to describe the next generation of perceptions [11].…”

Section: Introductionmentioning

confidence: 99%

How it outsourcing impacts on value creation of manufacturer?

Chen

Tseng

2017

MATEC Web Conf.

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Abstract.A growing concern among the manufacturers who are actively involved in Information Technology outsourcing is post-contract management and the ensuing development of what many practitioners have coined the 'outsourcing partnership'. Over the past few decades, information technology outsourcing has become a widely used and researched means for manufacturers to enhance their performance. Increasing attention has been paid to building successful partnerships in information systems outsourcing. This study employs strategic social positioning, customer participation, customer orientation, and communication culture to develop research model. The quantitative method will be used to validate the research model and test hypotheses developed. This study uses survey method to collect data, and analysis of the reliability, validity and test the proposed hypotheses by Smart Partial Least Squares. The purpose of this study is to use above four factors to produce value co-creation between outsourcing vendors and manufacturers. The final aim is for the future collaboration. This combination will allow manufacturers and information technology outsourcing vendors to increase their value co-creations in the fields of these factors.

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Antecedents and performance consequences of international outsourcing

Cited by 154 publications

References 22 publications

International R&D service outsourcing by technology-intensive firms: Whether and where?

International R&D service outsourcing by technology-intensive firms: Whether and where?

Moderating effects of the relationship between offshore outsourcing and the export capability of firms

How it outsourcing impacts on value creation of manufacturer?

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